Provides a framework that can be used to assess an organization's ability to determine whether an organization has the capabilities to implement upcoming changes.
Author Allenna Leonard indicates that individual and organizational knowledge is difficult to value and therefore difficult to manage, and suggests a method to map management capacities.
Authors explain why companies that have tried total quality management (TQM) have often not received the expected return on investment. In depth survey results are included.
Thomas Packard outlines key aspects of implementation of largeA-scale organizational change which may enable a practitioner to more thoughtfully and successfully implement TQM.
Examines how adopting popular management techniques affects companies. Concludes companies using TQM, teams, and empowerment did not necessarily receive economic benefit.
